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| Criterion |  Business Strategy VRIO Framework |  Facilitation Dot Estimation |  Decision Making Wideband Delphi |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 90-180 min | 5-20 min | 1-4 h or multiple rounds | Half day |
Participantsdifferent | 3-6 | 3-20 | 4-12 Experten | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Effort Heatmap, Risk Signals, Discussion Targets | Estimate Range, Assumption Log, Expert Consensus Notes | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | EstimationEffortRisk | EstimationExpertsForecasting | StrategyBusiness modelDiagnosisAnalysis |